‘Ad hoc organising’ is becoming an increasingly important topic in the growing literature on disrupted contexts. It is viewed as an emergent, largely unpredictable phenomenon. However, few theoretical frameworks exist for understanding how small and medium-sized enterprises (SMEs) engage in ad hoc organising, via the convergence of people and organisations, to alleviate suffering in a disrupted context. In this inductive, theory-building, multiple case study, we explore the way collective agency in an SME emerges in the process of ad hoc organising. Our findings identify two overlapping micro-processes that enable collective agency in a disrupted context: building collective efficacy and initiating communal coping. Together, these micro-processes lead to SME leaders achieving collective outcomes for the community in ad hoc organising. We discuss these findings in relation to the literature on ad hoc organising and SMEs in disrupted contexts.

“临时组织”在越来越多的关于被破坏的背景的文献中正成为一个越来越重要的话题。它被视为一种新兴的、很大程度上不可预测的现象。然而，很少有理论框架可用于理解中小型企业 (SME) 如何通过人员和组织的融合参与临时组织，以减轻中断环境中的痛苦。在这个归纳的、理论构建的、多个案例研究中，我们探讨了中小企业中集体代理在临时组织过程中出现的方式。我们的研究结果确定了两个重叠的微观过程，使集体代理能够在被破坏的环境中发挥作用：建立集体效能和发起社区应对。这些微流程共同导致中小企业领导者在临时组织中为社区实现集体成果。